A memoir-writing guide offers writing lessons and examples for those interested in putting their memories down on paper, explains the difference between remembering and imagining, and describes the language of truth.

A Foreword by Sinclair B Ferguson. A collection of interviews on handling truth and error in the church. Contributors reflect on this issue in relation to the minister's own life, pulpit ministry, local church leadership, seminary training, denominations, the impact of the academy, Evangelicalism, contemporary trends, history, creeds and confessions, and doctrines that are currently under attack. There is also personal reflection on these matters, lessons drawn from experience, and practical advice. The interviews are introduced by a primer on heresy and false teaching, and concluded with a chapters on why "Being Against Heresies is not enough" and "What really matters in ministry: directives for church leaders in Acts 20." Contributors include: Carl R. Trueman, Tom Schreiner, Michael Horton, Mark Dever, Ligon Duncan, Derek Thomas, R. Scott Clark, Tom Ascol, Guy Waters, Kim Riddlebarger, Ron Gleason, Sean Michael Lucas, Gary L. W. Johnson, Conrad Mbewe, Geoffrey Thomas, Joel Beeke, Robert Peterson, Michael Ovey

How should the Word of God be interpreted and applied today? Does our modern culture affect how we read the Bible? Can certain passages be interpreted in different contexts and in different ways, all the while acknowledging that God speaks with a clear and consistent voice? These are the enduring challenges of hermeneutics. In this volume, no less than sixteen Reformed scholars from four different countries join together to tackle the hard questions that often arise when we busy ourselves with the weighty responsibility of interpreting Holy Scripture. As iron sharpens iron, so also these Reformed scholars challenge each other and their readers to ask not only how hermeneutics can be done, but ultimately, how it should be done so that God's Word of Truth may be handled correctly (2 Tim 2:15).

In the Third Edition of the bestselling book, The Truth About Managing People, bestselling author Stephen Robbins shares even more proven principles for handling virtually every management challenge. Robbins delivers 61 real solutions for the make-or-break problems faced by every manager. Readers will learn how to overcome the true obstacles to teamwork; why too much communication can be as dangerous as too little; how to improve your hiring and employee evaluations; how to heal "layoff survivor sickness"; how to manage a diverse culture; and ways to lead effectively in a digital world. New truths include: how to nurture friendly employees, forget about age stereotypes, first impressions count, be a good citizen, techniques for managing a diverse age group, and ethical leadership among others.

The Seeker of Truth takes his rightful place as the new ruler of D’Hara in the third novel of the #1 New York Times–bestselling author’s epic fantasy series. After escaping from the Palace of Prophets, Richard comes to terms with his true identity as a War Wizard. But when he brings down the barrier between the Old and New Worlds, the Imperial Order suddenly poses a threat to the the freedom of all humankind. As the Imperial Order sends delegations and armies into the New World, Richard’s only chance to stop the invasion is to claim his heritage as the new Lord Rahl and ruler of D’Hara. But convincing the D’Harans of his legitimacy won’t be easy. Meanwhile, a powerful enemy is on the trail of Richard’s love, Kahlan Amnell. And when the spell Richard cast to protect her is broken, he must martial his newfound authority—and the armies that come with it—to save her life.

When it comes to effective leadership, everyone has an opinion. But you don’t need opinions: you need proven, real-world solutions, based on facts and evidence. That’s what The Truth About Being a Leader delivers: high-power leadership techniques you can use every day, whether you lead one person or 100,000. Dr. Karen Otazo has spent more than 20 years coaching executives in virtually every type of organization. She’s worked personally with more than 2,000 individuals, from interns to CEOs. Now, drawing on hundreds of secret leadership feedback reports, she reveals what actually works—and doesn’t work— when it comes to being a great leader. You’ll find simple, easy-to-use techniques for smoothly assuming new leadership roles...honing your style...maximizing your impact...crafting a vision, shaping strategies, and getting buy-in... using power wisely...handling tough coaching and feedback sessions...avoiding leadership pitfalls... strengthening key leadership relationships...inspiring people, building world-class teams, and achieving outstanding results. Prepare for the toughest challenges of leadership Widen your “mental bandwidth” in seven key areas Get beyond the numbers Learn how to use all your resources, tangible and intangible Sharpen your vision, and communicate it crisply Engage, motivate, and inspire all your audiences Don’t let stress impact your performance Manage your stress, manage your energy Use power wisely, and choose your battles Apply the right touch: not too light, not too heavy-handed Grow your people, grow your team Develop outstanding people, achieve outstanding results Leaders aren’t born, they’re made... and you can make yourself a great leader, starting today! This book’s 52 proven leadership principles and bite-size, easy-to-use techniques that work!

Through stories and lessons from managers, you'll discover how to handle a variety of situations--Cover p. [4].

Nobody likes criticism. Handled poorly, it too often stings and breeds resentment-and most of us try to avoid it at all costs. But criticism-crafted carefully and communicated skillfully-promotes trust and respect, motivates individuals, and serves as a catalyst for change. It has the ability to turbocharge workplaces and careers. If that sounds far-fetched, it's because few understand how to properly give and receive the kind of critical feedback that brings positive results. The Truth Doesn't Have to Hurt rejuvenates this powerful but neglected art form. Executives, managers, team leaders-anyone who needs to temper praise with a dose of reality-will learn to: Deliver the truth and have it taken as helpful * Create an atmosphere of acceptance * Avoid mistakes that sabotage an exchange * Control how they receive criticism so they benefit-even if it's badly presented Ignoring problems or always saying nice things will only maintain the status quo. This research-backed book delivers proven techniques and tools for motivating people and triggering improvement-swiftly and painlessly.

Discover today's quick, practical, proven guide to overcoming "killer" management problems and succeeding brilliantly as a leader! Unlike other management books, The Truth About Managing People, Fourth Edition is 100% practical and completely based on tested evidence, not mere anecdote or opinion. Top management author Stephen P. Robbins has distilled thousands of research studies, meta-analyses, and Big Data investigations into a set of 63 proven, tested solutions for today's make-or-break management challenges. Each solution is presented quickly and concisely, in just 2-3 pages, so you can absorb them fast, and use them immediately. Robbins' fully updated truths cover every key aspect of management, including hiring the right people and building winning teams; designing high-productivity jobs and rewarding the right behaviors; managing diversity, change, conflict, turnover, and staff cuts; overcoming self-serving bias, groupthink, and digital distractions, and much more. This edition adds nine all-new chapters, covering the crucial importance of people skills, building emotional intelligence, loyalty expectations, employee engagement and mentoring, managing face-to-face vs. virtual teams, overcoming the downsides of teams, handling unacceptable workplace behavior, promoting creativity and innovation, and more. Whatever your management role, Robbins has compiled indispensable practical truths you can and will apply, every single day.

On a November afternoon in 1996, Lanny Davis got a phone call that would change his life. It was from a top aide at the White House, asking him if he was interested in joining the president's senior staff. Within a few short weeks he had signed on as special counsel to the president. Fourteen months later, his tour of duty almost over, he got another phone call, this time from a Washington Post reporter who asked, "Have you ever heard the name Monica Lewinsky?" In the time between those two phone calls, Davis received an extraordinary political education. As President Bill Clinton's chief spokesman for handling "scandal matters" he had the unenviable job of briefing reporters and answering their pointed questions on the most embarrassing allegations against the president and his aides, from charges of renting out the Lincoln Bedroom, to stories of selling plots in Arlington Cemetery, from irregular campaign fundraising to sexual improprieties. He was the White House's first line of defense against the press corps and the reporters' first point of entry to an increasingly reticent administration. His delicate task was to remain credible to both sides while surviving the inevitable crossfire. Upon entering the White House, Davis discovered that he was never going to be able to turn bad news into good news, but he could place the bad news in its proper context and work with reporters to present a fuller picture. While some in the White House grew increasingly leery of helping a press corps that they regarded as hostile, Davis moved in the opposite direction, pitching unfavorable stories to reporters and helping them garner the facts to write those stories accurately. Most surprisingly of all, he realized that to do his job properly, he sometimes had to turn himself into a reporter within the White House, interviewing his colleagues and ferreting out information. Along the way, he learned the true lessons of why politicians, lawyers, and reporters so often act at cross-purposes and gained some remarkable and counterintuitive insights into why this need not be the case. Searching out the facts wherever he could find them, even if he had to proceed covertly, Davis discovered that he could simultaneously help the reporters do their jobs and not put the president in legal or political jeopardy. With refreshing candor, Davis admits his own mistakes and reveals those instances where he dug a deeper hole for himself by denying the obvious and obfuscating the truth. And in a powerful reassessment of the scandal that led to the president's impeachment, Davis suggests that if the White House had been more receptive to these same hard-won lessons, the Monica Lewinsky story might not have come so close to bringing down an otherwise popular president. For as Davis learned above all, you can always make a bad story better by telling it early, telling it all, and telling it yourself.